1246: Jody Fiess, COO at Cerboni Services

Summary

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Restaurant Unstoppable Episode 1246: Jody Feiss, COO at Cerboni Services

Release Date: January 19, 2026
Podcast Host: Eric Cacciatore, with co-host Jason Carrey
Guest: Jody Feiss, Chief Operating Officer, Cerboni Services

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Episode Overview

In this compelling episode, Eric Cacciatore and Jason Carrey sit down with Jody Feiss, COO of Cerboni Services, to dive into what it takes to build and sustain success in the restaurant industry. The conversation weaves through Jody’s personal journey from restaurant floor to boardroom, the critical importance of leadership, culture, and hospitality, the nuanced value of financial services tailored to hospitality, and the future trends shaping independent restaurants.

Listeners are treated to actionable advice, candid perspectives, and a deep look at how modern restaurateurs can leverage passion, systems, and specialized partners—like Cerboni—to ensure growth and resilience in a challenging marketplace.

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Key Themes & Insights

1. The Bedrock Mantra: Passion and Pennies

(03:51)
Jody’s guiding principle for hospitality professionals is simple but powerful:

“It’s passion and pennies. If we all share in the passion of what the industry is and we all watch our pennies, it’s a successful one.”
— Jody Feiss [03:51]

• “Passion” refers to deep love for the industry and hospitality.
• “Pennies” underscores the importance of financial discipline.
• Restaurant success, he argues, is about harmonizing both.

2. Hospitality as Core Human DNA

(04:58–06:58)
Hospitality should be a non-negotiable industry standard, encompassing generosity, respect, and service. But Jason and Jody take it deeper:

“[Hospitality is] so close to our DNA and our human nature, but we just kind of take it for granted. We don’t even see it as being critical as to who we are.”
— Jason Carrey [06:54]

• Human beings are “tribal” and built for connection, making hospitality fundamental, not ancillary.
• It’s about ensuring every guest and employee feels valued—creating community.

3. Jody’s Journey: From Busser to COO

(08:33–17:24)
Jody traces his path from bussing tables in high school to taking on executive roles:

• Started in Deer Park, TX, 1995.
• Never left the industry, working through college as a bartender.
• Rose through ranks at iconic concepts like Texadelphia and Schiller Del Grande (Cafe Annie, Cafe Express, The Grove).
• Emphasized continual learning—studied Business and Psychology at UT Austin, blending operational know-how with people skills.

4. Psychology + Business = Leadership Edge

(11:50–13:29)
Jody notes the “perfect marriage” between business skills and psychology:

“It’s running businesses and understanding people… not only from an employee standpoint, but even from a demographic, a client standpoint. It’s understanding tendencies.” — Jody Feiss [13:13]

• Motivation and personality management are keys to leading diverse teams and driving organizational success.

5. Creating Environments Where People Care

(19:38–24:17)
Asked about his leadership signature, Jody spotlights:

• Being a great listener; accepting honest feedback.
• Building cultures of respect and strong relationships.
• “Getting people to believe in your vision” is the essence of great management [21:31].
• Motivated, respected people create value and bring others up the ladder.

6. Growth Redefined: Not Just Bigger, But Better

(26:29–28:04)
Growth is holistic, not just quantitative:

“If you can be better the day you left than the day you came, that says a lot about the organization.” — Jody Feiss [25:24]

• Focus on internal systems, consistency, personal and team growth—outward expansion will follow naturally.
• Revenue and unit growth are byproducts of people development and strong systems.

7. The Cerboni Difference: Restaurant-Focused Financial Services

(33:50–35:31)

• Cerboni offers accounting, tax, payroll, consulting, and inventory services but is unique because it's tailored specifically for restaurants.
• The team includes former restaurant operators and chefs to ensure practical, operations-focused solutions.

“When you go to other CPAs or accounting firms, you’re not getting operational direction, you’re getting data. Here we take data and interpret it and give you a path and resource.” — Jody Feiss [35:26]

8. Fractional Executives: The Bridge for Independents

(47:10–48:07)

• Jody and Jason see the future of independent restaurants relying on “fractional” leadership—CFOs, CMOs, COOs who serve multiple clients rather than reside on one payroll.
• This model allows smaller groups to access high-level expertise without the prohibitive cost of full-time executive hires.

9. Tech & AI: Embracing the Future, Not Replacing Hospitality

(48:07–54:46)

• Jody is enthusiastic about artificial intelligence for integrating restaurant data and providing actionable dashboards.
• The emphasis: Let operators focus on what they do best—building relationships and experience—while specialists manage technology platforms and turn data into action.

“Tell me what I need to know… That’s exciting. It puts more in an operator’s hands so they can make great decisions.” — Jody Feiss [49:11]

• Cerboni is agnostic to platforms, working across POS/accounting/payroll systems for custom-tailored solutions, and is well-versed in enterprise tools like Restaurant365, Restaurant Systems Pro, and MarginEdge.

10. Industry Trends & The Future: Deep Service and Transformation Economy

(55:34–59:40)

• Jody predicts a cyclical return to “deep service”—full, immersive, hospitality-rich experiences.
• Jason references Joseph Pine’s concept of the “transformation economy,” where restaurants act as agents of change—not just for guests, but for employees and communities.

“As the industry progresses… the more successful operators are having businesses very aligned to deep service.”
— Jody Feiss [57:14]

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Notable Quotes & Moments

• “It’s better to be consistent than good.”
  — Jody Feiss [27:23]
• “A leader is a dealer of hope.”
  — Professor David Mazer (shared by Jason Carrey) [24:17]
• “Your success is my success. Right.”
  — Jody Feiss [33:44]
• “Siboney is a dealer of hope for me, if I’m being honest.”
  — Jason Carrey [35:31]
• “Having managers do what they’re supposed to do, which is all a part of the experience… I think it’s an incredible value.”
  — Jody Feiss [45:58]

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Timestamps for Key Segments

• Episode opening, introductions
  [00:00-03:29]

• Success mantra: Passion & Pennies
  [03:51]

• Defining and deepening hospitality
  [04:58–07:48]

• Early career and learning the industry
  [08:33–13:29]

• On motivation, leadership, and people
  [19:01–24:17]

• Growth and consistency redefined
  [26:29–28:04]

• Cerboni’s genesis and unique niche
  [33:50–35:31]

• Fractional executives: Future for independents
  [47:10–48:07]

• AI, tech tools, and data-driven decisions
  [48:07–54:46]

• The industry’s future: Deep service and transformation
  [55:34–59:40]

• Advice and recognition of diligent operators
  [61:56–62:41]

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Final Insights & Takeaways

• For Restaurateurs: Combine passion, relentless financial discipline, and a commitment to serving both teams and guests.
• For Leaders: Focus on listening, respect-driven culture, and actionable feedback to inspire deep care among your staff.
• For Independent Operators: Partner with restaurant-focused specialists. Leverage technology and fractional executives to compete with larger groups and keep your eyes on the hospitality heart of your business.
• For the Industry’s Future: The pendulum is swinging back to immersive, transformational guest and staff experiences—deep service matters more than ever.

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Learn More

• Cerboni Services: cerboni.com | [phone] (mention Restaurant Unstoppable for a 20% discount on your first month)
• Follow the podcast: Restaurant Unstoppable Show Notes
• Recommended reading:
  • Experience Economy by Joseph Pine
  • Transformation Economy (forthcoming)

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This summary excludes all ad reads, musical intros/outros, and non-content chatter. For complete tools/resources mentioned in this episode, visit RestaurantUnstoppable.com.

Transcript

[Eric Cacciatore]

A couple things before we get started today. First, thank you so much for showing up week after week making my vision for restaurants Unstoppable come true. Your downloads are allowing me to do this show the way I've always wanted to do it. Boots on the ground, word of mouth, leaders, referring leaders, giving the industry an uncensored, no BS platform to share their perspectives and truth. That's on you. Thank you so much. And we're just getting started. So if you're enjoying what we're doing here and you want to help us do it even better, please subscribe to this podcast on your platform of choice. And if you do that, I promise to do everything in my power to continue to improve the show. I'll deliver the restaurant tours you want to hear from and we'll continue to make everything you love about this show better.

[Jason Carrey]

Thank you.

[Eric Cacciatore]

Welcome to restaurant unstoppable. For 10 years and over 1,000 episodes, I've been traveling the country chasing word of mouth leads and having in person only long form discussions with the industry's finest owners and operators. Our mission is to inspire, empower and transform the restaurant industry by bridging the gap between this generation's leaders and the next. Listen to today's guest and so many others and get one step closer to becoming unstoppable. This episode is made possible by US Foods Running a successful restaurant takes more than just great food. With US Foods, you can expect more high quality products, advanced tools and flexible deliveries to grow your business. Their industry leading moxy platform also does more than just place your US Foods order. It uses AI to help you take control, save time and increase profitability. Visit USfoods.com expect more to learn how to become a US Foods customer one more time, that is USfoods.com expect more this episode is brought to you by Restaurant Technologies, the leader in automated cooking oil management. Their total oil management solution is an end to end closed loop automated system that delivers, monitors, filters, collects and recycles your cooking oil, eliminating one of the dirtiest jobs in the kitchen. Restaurant technologies services over 45,000 customers nationwide. Automate your oil and elevate your kitchen by visiting RTI Inc.com or call 888-79-5314 to get started. This episode is made possible by Serboni your all in one bookkeeping and financial solution. We're talking about reliable tax preparation, business incorporation, seamless payroll and compliance reports, Strategic CFO services that drive business growth Detailed custom reporting for complete financial clarity Dedicated support for restaurants in multi location businesses. Did I mention Bookkeeping late Sir Bony handle the numbers so you can focus on the vision. Call Sir Bony today at 281-888-2413 to schedule your free 30 minute consultation and discover House Bony can streamline your operations and boost your bottom line. Limited time offer an exclusive to restaurant stoppable listeners. Mention this Message and get 20 off your first month of services with excitement.

[Jason Carrey]

Allow me to introduce to you today's guest C O O of Sir Bony Services, Jody Feast. My man, Jody, are you feeling unstoppable today?

[Jody Feis]

I'm feeling very unstoppable, man.

[Jason Carrey]

I'm stoked to be here. Everyone that I'm coming into who is familia with siboney, who was using for siboney services, including the founders, are saying Jody's the one you got to talk to. So we made it happen. You're sitting here, I can't wait to dive into what got you into this work and the work you do today. But let's get that motivational, inspirational ball rolling with a success quote or mantra. What do you got for us, man?

[Jody Feis]

If I had anything to go by, that is my mantra or the mantra I actually share with my operators. I think really it's what this industry is, right? And I say two things. It's passion and pennies. And if we all share in the passion of what the industry is and we all watch our pennies, it's a successful one.

[Jason Carrey]

I mean, passion, it can be passion in so many different ways. But what do you mean by that? Passion for what?

[Jody Feis]

Passion for the industry. I think whenever it comes to restaurant operators, when it comes to restaurant owners, we're a different breed. We follow our hearts, we lead with hospitality. I think it's something that you don't find in a lot of other industries. I think we take on numerous different roles, wear many different hats, I think is kind of how it's referred to a lot of times. But that passion, I think really just it spills forward in everything that we do and I think it just makes it somebody that it's a type of clientele, it's a type of person, it's a type of owner and operator that we love to work with. We identify with the restaurant operators.

[Jason Carrey]

What does it mean to lead with hospitality?

[Jody Feis]

I think let's define hospitality first, right? So hospitality, I think is. It's service, it's enthusiasm, it is, you know, generosity, it is respect. It has all of these elements to it, right? And so when I say lead with hospitality, it is to actually go forward, right? In embracing that with everybody that we bring to it. You know, that's something that I think we call our industry, the hospitality industry. Right. And I think it's because it's a non negotiable. It is something that it should be a non negotiable. Right. And it's something that we expect, whenever we go into a restaurant, we expect to have that experience. Right. We can always talk that we're selling food, we're selling service, all of these things. But truly, when we go into a restaurant, a bar, whatever it may be, we're there for the experience and it's that, that sets everything apart. So that experience begins with hospitality. Yeah, Right. So we have to lead with it.

[Jason Carrey]

You know, it's interesting. I really, I truly believe that hospitality, we just refer to it as like this, this way to describe a, an industry or, you know, a thing that you do for guests. But I think hospitality really cuts deeper into the core of our DNA and what we are as a species. If you look at what hospitality is, it's. To all of your points, it's warrant, generosity, caring, loving, being of service to others. We are tribal creatures. We need others to survive. We need to be valuable to other people in order to be accepted into the tribe and to be seen to be valued is critical in our survival as an individual in a tribe of human beings. Right. So I think that our DNA literally needs to, to receive and to give. Hospitality is this thing that is so close to our, our DNA and our human nature, but we just kind of.

[Eric Cacciatore]

Take it for granted.

[Jason Carrey]

You know, we don't even see it like air, we don't even see it as being critical as to who we are.

[Jody Feis]

Absolutely. I think, you know, it's. It's about community. Right, Right. I think you hit the nail on the head. That tribal sense really kind of what flows through our veins. But, you know, I think as much as we can identify that to who we are as people. Right. Whenever it comes to, you know, businesses and when it comes to, you know, experiences that you may have outside of restaurants. Right. And other things, I think hospitality, sometimes it's, it's lost. Right, Right. So it's a, it's a focus, it's a center point of what we do whenever we go into a restaurant, whenever we have those experiences. And I think it connects us in a very different way and it flows right back into the whole passion piece. Right. Because we are connected. There is a passionate piece about it that fundamentally. Right. That we are, we are connecting whenever, whenever we're experiencing that Even when people.

[Jason Carrey]

Say they're passionate about food, I think there's some truth to, like, the act of learning and creating. But I think that the thing that really people are passionate about is being seen for creating. Like being valued for being able to create this. It's in that moment of being appreciated for what you can create. And when people enjoy that and they know that you made it and you're seen for that, I think that's like, that's the dopamine hit. That's like, that's the thing that we're addicted to, is being appreciated and seen for the thing we do. And I don't think that that's discussed enough in terms of why we do what we do and where the passion comes from. But great way to get this thing started. So where does it make sense to start sharing your story? You didn't just start working at restaurants the day you joined Sir Bonus Services as CEO, right?

[Jody Feis]

Probably not.

[Jason Carrey]

So take us back to where it makes sense.

[Jody Feis]

Sure. You know, I think my first job was a busser in a restaurant out of Deer Park, Texas, when I was in high school.

[Jason Carrey]

Okay.

[Jody Feis]

So, you know, I immediately kind of partnered in the industry. Right. And out of convenience at the time, but it's also something that even when I went to college, you know, I bartended. I worked the entire time I went to college to help support myself to. To do that and really just kind of fell in love with the industry. Since then, you know, I've spent my life inside of restaurants.

[Jason Carrey]

Did you ever take a detour for something else? And did you come back?

[Jody Feis]

Never.

[Jason Carrey]

Okay.

[Jody Feis]

So I've never.

[Jason Carrey]

I hate to date you. Bring us back to when you started working in restaurants for the first time. What year are we talking about?

[Jody Feis]

We're talking about 1995.

[Jason Carrey]

Okay. Going back like 30 years.

[Jody Feis]

Yeah. So long time.

[Jason Carrey]

Yeah. And real quick. And I didn't give you a chance to do this before. I mean, I. I introduced you as the COO of Cerboni Services. But what does that look like? What does your job look like today? Like, what is your role here at Sir Boni Financial Services?

[Jody Feis]

Sure. I think it encompasses quite a bit, you know, a member of the executive team where we, you know, really take care everything within the business. You know, Cerboni has numerous different departments. It's going to be accounting, tax, payroll, consulting, inventory, partnerships. But, you know, I think a big piece of what I do is going to be through this fractional CFO surfaces that we offer, which is going to be consultation. Right. And given my Experience, given my knowledge within the industry, we do a lot of consultation with owners and operators through the fractional CFO services. Really taking the financials and saying, what is the operational implication of your financials? Right. It's one thing to have an accounting company or to have a CPA or whatever it may be that gives you a P and L. And that's great. A P and L is a great tool. But what do we do with the P and L? And what does it mean? What does it mean that labor is higher? What does it mean that, you know, my food is higher? What does it mean that, you know, dues and subscriptions is beyond a certain amount? Right. So when we look at a P and L, what is the operational implication of what we're looking at? And then what is my path forward to be able to create action and deliver results?

[Jason Carrey]

Got it. So where did you develop these skills the most? Like to be able to move into this position with Sir Boni.

[Jody Feis]

So I think, you know, my experience is great. So, you know, even prior to being with Sir Boni, in my years of hospitality, you know, I spent 17 years with one particular organization here in Houston across multiple different concepts and basically with full responsibility in so much of doing that, it was working directly with our controller, working directly with ownership, and being able to understand how to successfully run a business in difficult landscapes. Not only that, but my education also was a piece of, you know, understanding and being able to drive that momentum. What you go to school for business and psychology.

[Jason Carrey]

Ooh, psychology. You know, yeah, if I could go back to school, it would be something psychology related. Whether it be like evolutionary psychology or that was.

[Jody Feis]

I actually took evolutionary psychology.

[Jason Carrey]

I love that stuff. And it's honestly, I think the, the answer to our future is understanding our past. Not just our history of, you know, collective, you know, group psychology, of how the cities and organizations form, but like on an individual, what does a human need to be happy? And if we can figure that out, if we can crack the goal of the. The code, and the goal is just to be happy, is to create an ecosystem where people can thrive.

[Eric Cacciatore]

We're going to figure that out by.

[Jason Carrey]

Looking back 30 to 10,000 years ago in that period of where we evolved to be optimal.

[Eric Cacciatore]

Right.

[Jason Carrey]

And like, how do we reverse engineer that? That's a topic that, that fascinates me.

[Jody Feis]

Yeah, psychology. That's a lot of different facets to it that I think. You know, the thing that really drew me to that piece of, you know, school was personalities and motivation. I want to understand what Motivates people. Right. How different personalities are engaged. Right. How to motivate different personalities, how to lead different personalities. And I think psychology offers a very good understanding of that. You know, a lot of people are like, you know, how can you have that background of psychology and business and, you know, kind of end up where you're at? And I think it's actually the perfect marriage. Right.

[Jason Carrey]

How could you not?

[Jody Feis]

It's running businesses and understanding people. People not only from an employee standpoint, but even from a demographic, a client standpoint. It's understanding tendencies. All of those things really kind of conglomerate together really to one interesting background.

[Jason Carrey]

Yeah, it's all connected, for sure. So it was 17 years you're with this organization. I mean, you were in high school in the mid-90s. I'm assuming you graduated right around 2000, late 90s from college with this focus. Where'd you go to school?

[Jody Feis]

Ut.

[Jason Carrey]

Okay. And did you get right into restaurants from that point?

[Jody Feis]

Yeah, right. Right out of the gate. And again, you know, I think it was. It was natural that during my time going to school, I think I was in it and I really kind of fell in love with it. So once I got done, you know, I had a lot of success with the restaurants that I was in and really kind of rose quickly. And I think it was something that I just kind of latched on to.

[Jason Carrey]

When did you join ceremonies services?

[Jody Feis]

Ceremony services. I've been here for two years. Years.

[Jason Carrey]

Two years. So in 2023. So basically there was a five year period that you weren't with this last organization because you're there for 17 years. When did you graduate college?

[Jody Feis]

2001.

[Jason Carrey]

Okay, so 2001. You were with that organization for 17 years?

[Jody Feis]

No, no. So I was in Austin for a while and in restaurants and doing different concepts there. When I moved back to Houston, I did join that organization. And that was 17 years before this.

[Jason Carrey]

Okay, so that was 17 years before Serboni. So you finished that concept in sir boni. There was 17 years before, or is there. I'm misunderstanding, you were with this organization for 17 years total, or was. You were there 17 years before joining Serbani.

[Jody Feis]

So in 2023, what is the 2025? Yeah. So what's 2023 minus 17? It's 22,006.

[Jason Carrey]

Yeah. Okay, so there is that five year period. What were you doing for that five year period before joining this company?

[Jody Feis]

That year there I was in Austin and managing restaurants there, different concerts.

[Jason Carrey]

Are you willing to say who you're.

[Jody Feis]

Working with at the time? I was Texadelphia.

[Jason Carrey]

Okay.

[Jody Feis]

Was one of them that I did. And I managed a couple. A couple different stores for them. One off south.

[Jason Carrey]

You know Brian Bogart.

[Jody Feis]

I know Brian Bogart. Yeah.

[Jason Carrey]

I had him on the show. I know he came up in that world.

[Jody Feis]

Yeah, yeah, I know Brian Bogart. That's. That's crazy. I actually managed the south bowl tour store. And if you've ever been to the. The 40 acres UT, there is a Texadelphia right on the drag. And that was my store as well.

[Jason Carrey]

Okay. How did you grow and evolve during this time? Like, what was the biggest thing. This is a long time you were with this organization, right? Or no short time.

[Jody Feis]

This is now.

[Jason Carrey]

My wires crossed.

[Jody Feis]

Yeah. So the 17 years was an organization here in Houston.

[Jason Carrey]

Are you allowed to talk about that organization? I can send some hesitance. I won't push too far.

[Jody Feis]

I, you know, I think it's. It's still recent and I think. Yeah, you know, we'll focus on. It was a. It's a big organization here in Houston, but it definitely different concepts for it.

[Jason Carrey]

Okay, how did you grow the most, I guess during this time? Like, what were the biggest, like, transformative points for you and what was your title with these different organizations?

[Jody Feis]

So I think going back to Texadelphia, I was a general manager with a couple different stores. And after that, when I joined and I, you know, the organization here in Houston is Schiller Del Grande. Okay. Shiller Del Grande was responsible for the Cafe Annie, Cafe Express, Taco Milagro, the Grove, the Lake House. Right. So a whole bunch of different concepts. So during that time, whenever I joined, I actually came on as a bar manager for a Taco Milagro that was out in Willowbrook. But after that I really kind of. I think after three months, I was promoted to a general manager of one in Baybrook. And then from there went to the Downtown Concepts, which was the Grove, the Lake House, and from there joined as a general manager as well. And really kind of finished my tenure there as a do.

[Jason Carrey]

All right, so your director of DM, you said, Dr. Director of Operations for all the units within the organization or one.

[Jody Feis]

The. The Downtown Concepts.

[Jason Carrey]

Got it. Got it. And how many concepts were there at the downtown spot?

[Jody Feis]

2.

[Jason Carrey]

2. So how. How did you find this opportunity to join Sir Bony Services?

[Jody Feis]

A mutual friend. So, you know, Joshua and Maria are the co founders of Sir Boney, and they actually have a mutual contact that I had. His name is Gary. He's with Hospitality Pro Search. He's a recruiter And Gary and I had a long relationship, you know, through 17 years and beyond, actually using him for services, right. To staff the restaurant. And him and I had just talked at times about, you know, what the future held and opportunities and things like that. And he connected myself with Joshua and Maria and just kind of started a conversation, started interest and from there really saw the, what could happen, the success that could really be generated given what Sir Boni does. Sir Boni is, you know, specializes in the hospitality industry and I think a lifetime, 30 years plus of experience in that world really serves as a great foundation with being able to provide a lot of the services that we do for, for the restaurant industry.

[Eric Cacciatore]

What were the, what was the feedback.

[Jason Carrey]

You were getting as a professional leading up until like 2023 before you left? Like your, your career accumulation of like feedback and where you're strong and what you're good at and the lanes you belong in. Like, where were you at that point? Like your, if you're giving me a self awareness assessment, like what would you say?

[Jody Feis]

What do you think would be the. My strength?

[Jason Carrey]

Yeah, like if you're, if you're telling me about like the, you know what I think that we are, become self aware because of what other people say to us. I don't think we really, truly start to become self aware. It's all that, those little, you know, points of data that we pick up along the way as we grow into who we are, of people reinforcing our strengths, being, oh wow, you did a really great, oh, you're really good at this. Like, and we pay attention to that and like that helps us build that, that self awareness. So like after, you know, 17 years plus working in the industry, what was the feedback you're getting if you were to say like, this is what I was really good at.

[Jody Feis]

You know, I think one of the best compliments I ever had in my life and this was from a mentor that I had at a previous position. She said to me one time, you know, you're excellent at listening to feedback. And I think, you know, at the time I was like, great, I'm great at listening to feedback. But the more I thought about that, the more it's, it's really hard to be, you know, self inclusive and under and really kind of read into yourself, what can I do better? How could I have improved in certain circumstances? It's, it's a self critical. Yeah, it's not human nature.

[Jason Carrey]

Right.

[Jody Feis]

It's human nature more to deflect rather than to, or defend or defend. Right. Rather than to actually critically think about what you can do to improve. And I think that's something that I always have tried to bring to the table is what can I do better in any circumstance? So I think that's one thing that. Even if I tell you what are the things that I am good at, what are the things that I felt that I succeeded on, I want to say that I'm always working on the things that I wasn't quite as good at. However, you know, I think that, you know, at the peak of, you know, even my previous positions, I had 100 employees or more. And I think one of the most important things in order to be successful in an environment where you're managing multiple concepts with hundreds of employees is truly leadership. And, you know, I don't. Again, it's not to, you know, honk my own horn or anything like that, but I think leadership is critically important. I think it's important to motivate people. I think it's important for people to want to do and for people to want to care. And creating an environment where people care, you know, it's a. It's. It's critical to making something special.

[Jason Carrey]

How do you create an environment where people care? What'd you learn about how to do that?

[Jody Feis]

I think, you know, it's about respect. I think, you know, having. Having relationships is huge. I think that in this industry that we are all a part of, you know, relationships is a big piece of what we do, whether it be vendor relationships or client relationships, employee relationships, but employee relationships is a big piece, right? And it's making sure that you are. You are getting people to really believe in what your goals and what your. What you're trying to attain. And if you can do that, people care to make a difference. If you can create an environment where you are, you know, freely giving and giving respect, I think that they want to do a good job, and I think that that's. That's really critical because we can't be everywhere at all times, and we have to trust that people are living up to our vision, that they are, you know, delivering the experience that is so critical of what, you know, what we're trying to create.

[Jason Carrey]

So how do you get people to care, though? Sorry to cut you short.

[Jody Feis]

You know, I think it's motivation, and I think it's. Whenever you create something where people believe in the product, they believe in the vision that you are able to lead them in a way that they feel empowered and motivated. They care. If respect isn't there, if the vision Isn't there? If culture is there there. Right. I think culture is a big piece as well. If those things aren't there, then it becomes an environment that really, I'm coming in to check in and check out, and there is less care. So by creating an environment where, you know, you have strong culture. Right. You have a culture that, you know, and I'll use the values. I've used one with respect. But I mean, when you talk about respect and enthusiasm and hospitality and when you talk about, you know, you know, calculating and being disciplined in the things that you, you do and you create this environment, you know, people are empowered to that and they feel like they're a piece of it. It's more than just. It's a clocking in and clocking out and getting something. You're a part of something bigger. Yeah. And if you can create that with culture, if you can create that with, you know, motivating people, if you can. I think that's all done through, you know, leadership, then really you're creating something where people can care.

[Eric Cacciatore]

Yeah.

[Jody Feis]

And that is the difference. You know, I've always really defined employees in the past. You know, the critical thing is that person cares or that person doesn't care. When you have people that do care, those are the ones you want to cultivate. Those are the ones you want to grow. Those are the ones that become. Those are the ones, become your servers to your managers that, you know, climb that and succeed.

[Jason Carrey]

Yeah.

[Jody Feis]

And it's great to see people grow like that.

[Eric Cacciatore]

Yeah.

[Jason Carrey]

I had a professor once, Professor David Mazer, shout out who said, a leadership, a leader is a dealer of hope. And I just always kind of resonate with me. And I think that in all those tools that you just share with us, where you're painting a vision, you're sharing values, and they say we're going into the transformation economy where our job is to literally to take, whether it be our employees or the consumer or community from point A to point B in we all want to get better. We're all starting to realize the, the, the significance of personal growth in, in or, you know, just whether that be our perspectives and knowledge or our physical well being, you know, and we, we are moving in that direction. I think a dealer of hope paints that picture of what the better world could look like, the transformation that we can make for yourself in your career in this, in this community, in the world. And I think be in painting that picture, creating that hope that there's something greater to work for. We're dealing that man you got to believe you the leader. You have to believe in order to get other people to believe. Would you get behind that sentiment 100%.

[Jody Feis]

I actually like Dealer of Hope. You know, again, one of the things that, you know in that, that leadership piece, right, that to your, Your professor's point, you know, it's. It's motivation. And when you're dealing hope, you're motivating people, you're resonating with them about the things that are possible and what can be. You mentioned the word growth, which I think is important. Growth means a lot of things to a lot of people. But I think in a fundamental way, when you grow somebody, and I've always kind of looked at this in the past, is from the day that you join the business to the day that you leave, I hope that you're better from the day you came. And that's growth. You know, money's great, titles are great. All those things that come with what, you know, people professionally attribute to growth is great. But if you can be better the day you left than the day you came, then that says a lot about the organization. It says a lot about the leadership. It says a lot about your growth and, you know, what you're creating.

[Jason Carrey]

I'm so happy you said that, because I think when people think of growth, their mind goes to more units, more revenue. And don't get me wrong, more revenue is not bad, but more revenue becomes of. Is a result of growing on the things that matter, like growing the people that are around you. Growing. Growth is getting better at what you did yesterday, today.

[Eric Cacciatore]

Right?

[Jason Carrey]

That's growth. And I think we don't focus on. We. We put the energy out, we promote, we buy new land or we go into more units and we grow. But growth will. The opportunity. That's opportunity. Growth comes from putting the energy in, you know, and I think you attract growth, you don't go out chasing it. So. And I hear that from you.

[Jody Feis]

Yeah, no, I completely agree with that. I think it's, you know, even consistency is growth. Right. And I think that's something that, you know, especially in our industry, you know, very wise person once told me, it's better to be consistent than good.

[Jason Carrey]

Right.

[Jody Feis]

And, you know, even consistency is growth. It's. What are we doing to develop systems and growing people inside? You can't grow externally if you haven't done the work and the growth internally.

[Jason Carrey]

Yeah.

[Jody Feis]

You know, it's. You can't create. You can't pick up and replicate bad systems and expect it to happen.

[Jason Carrey]

Well, yeah, growth comes from putting so much into the people that you already have that your bench is deep and.

[Eric Cacciatore]

You that is only then cash flow and people.

[Jason Carrey]

You got to have depth in those two verticals in order to grow. And then you grow to only create opportunity for others.

[Eric Cacciatore]

I don't know.

[Jody Feis]

I'm going to add systems.

[Jason Carrey]

Systems, yeah, yeah, for sure.

[Jody Feis]

Say standard operating procedure and systems is.

[Jason Carrey]

A good one, which is a great, great segue into. We have to start talking about Sir Boni now and how you became here. So you were discovered through a recruiter. There was an introduction made 2023, were you. Were you hired to Sir Boni Services as the coo?

[Jody Feis]

That is correct.

[Jason Carrey]

Okay. And what was it about Sir Bony Services? Now let me ask you this question.

[Eric Cacciatore]

This episode is made possible by US Foods. It takes more than great food to run a kitchen these days. With US Foods, more means consistently high quality products, industry leading tools and flexible deliveries that let you grow your business on your schedule. Whatever your goals, US Foods helps you turn them into reality. As a US Foods customer, you'll gain access to their industry leading moxy platform which doesn't just make it easy to place your US Foods order, but it uses AI powered technology to help you take more control of your business and increase profitability. You can also explore the latest issues of Food Fanatics magazine from US Foods. In each issue you'll find real world success stories, bold culinary inspiration and practical profit boosting ideas you can put to work immediately. Visit usfoods.com expect more to learn how to become a US Foods customer again. That's usfoods.com expect more before this opportunity.

[Jason Carrey]

Was on your your plate in front of you, what was your vision for yourself?

[Jody Feis]

That's a good question. You know, I think my vision for myself, I think at times is, is changed a little bit. You know, I think all of us in this industry, it's sometimes and you know, I know a lot of your listeners, it's like, you know, what can I, what can I do on my own, right? And I think that that's been something that has always crossed my mind, you know, what can I do on my own? You know, when is the timing right for that type of thing. But I also think that, you know, my vision for myself has always been to really, I'm going to use the word grow, but to expand and use the toolkit, the experience, the wisdom that I've gained over a lifetime in the industry, but be able to apply it in a different way. And when this opportunity came about, it was extremely interesting. Because it really puts me in contact with, with owners, with operators, and really being able to work with them to initiate action and see results. And I think, you know, more than ever, you know, it's great to have great intentions, it's great to want to do well. It's great to, hey, I illustrated. But when we're able to really create action and see results, that, that's, that's what really, really sets everything apart. And that's something that we all like to work with operators on.

[Jason Carrey]

Did you ever want to be an owner?

[Jody Feis]

Sure, I've thought about that.

[Jason Carrey]

What, what made you think that maybe a career, being a specialist was better for you?

[Jody Feis]

You know, I think it's first and foremost, I think, you know, the opportunity. When I was able to meet the founders of Sir, Bonnie, Joshua and Maria, I think I was taken away with them. I think that they are, you know, very special individuals. I think that they are. Have created something very niche, something that is, you know, very useful. And I think it, I don't even, I don't even want to use the word altruistic, but for this industry, right, where we have owners and operators that wear a thousand hats, they have no bandwidth, they're counting every penny, right. They're passionate. But we have, we don't have a lot of pennies at times, right. Our net profit is very small whenever it comes to most restaurants and restaurant operations. But this is something that supports the industry. It supports those people. It takes burden away, it lightens the albatross, it creates resource. I think in, you know, again, you know, Siboney is a business for sure, but there is a piece of that. There is a huge value. There is an altruism involved to it. There is the ability to connect with these people that work so hard, that give so much and be able to see them reap benefit and open their eyes to different opportunities, to be able to see their financials in a way where it translates to operations and they understand how to proceed. You know, in that moment, I think, you know, not only did, you know, Joshua, Maria, you did an interview with, on another episode, but not only did they really, you know, I guess really take my interest and really kind of identify greatly with them as individuals. But I identified with the purpose, right. And the purpose is something that I think has overarching implications.

[Jason Carrey]

So what, what was the purpose?

[Jody Feis]

I think, I think the purpose is to serve the industry. Yeah, the purpose is to create success within the industry. How many restaurants fail? How many restaurants fail within the first year? How many fail within Three years. And to be able to provide resource to that, to be able to provide awareness, to be able to provide a path to be able to succeed, that's the purpose. And I think, you know, if anything, it's us coming to the industry and being able to say, here's one less hat that you have to wear. And on top of it, it's going to help you succeed. Yeah. And we're a financial firm. Right. We are a financial services firm. If I can't help you succeed, then I'm not success.

[Eric Cacciatore]

Right.

[Jason Carrey]

So you have a vested interest in.

[Jody Feis]

Your success is my.

[Jason Carrey]

I don't help you, then I'm not helping myself.

[Jody Feis]

Your success is my success. Right.

[Jason Carrey]

Well, in 2023, when you joined, you said that they were filling a niche. What was the niche that was being filled?

[Jody Feis]

But did you see the restaurant industry? Right. So again, we do, the services that we offer are great. It's accounting, it's payroll, it's taxes, it's consulting, inventory services. Right. But other firms that have this aren't serving restaurants in particular. Right.

[Jason Carrey]

So other firms that don't specialize in restaurants.

[Jody Feis]

Right.

[Jason Carrey]

But there were firms that exist, existed that specialized in restaurants. What was, what was the, the area of opportunity that wasn't being capitalized on? How was it, how was what Maria and Joshua wanted to do different?

[Jody Feis]

I think, you know, when Siboney was founded eight years ago, I think there was less of a presence of people that were supporting for sure restaurants. Yeah. I think, you know, today there, there are others out there that do specialize in it. But I also think that we bring a lot to the table that maybe others don't. You know, even with having an inventory department, Our inventory department. The head of our inventory department, inventory manager, is a restaurant manager. Inside the inventory department, we have chefs on staff. So when it actually comes to identifying units of measure, when it comes to your recipes, when it comes to builds those types of things, we speak the language, we understand. I think for myself, you know, being in the COO position and consulting with clients, more than anything, I speak the language of operations. You know, not only are we able to translate what your financials mean, but the operational path forward is something very different. When you go to other CPAs, when you go to other tax firms or accounting firms, you're not getting operational direction, you know, you're getting data.

[Jason Carrey]

Yeah.

[Jody Feis]

And here we take data and interpret it and give you a path and resource.

[Jason Carrey]

Yeah. You know, in. I think it's safe to say that Sir Bony is a dealer of hope. For me, if I'm being honest, because leading into 2025, the past couple years, paying attention, seeing what was happening in the industry, seeing that really good operators, people who had the things we discussed, passion, hospitality, desire to serve. No matter how passionate you are, no matter how good you are, what you, you at, what you do, no matter how much love you have for the people that work for you, for your community and you're disciplined to do the right thing. When cost of goods are going out of control, when labor is going out of control, when the complexity of the industry is going crazy, having to leverage different types of technologies in order to get access to that data to be competitive, it was getting harder and harder for independent operators to do good work. And I was scared. I was like, I don't see a future for independent operators. There's just too much. It's drinking from a fire hose. Once you figure it out, five years later, the whole systems are, everything's different. You gotta. People didn't get into the restaurant industry to pay attention to systems and technology and to mine data like we. Most people in the restaurant industry are very right brain kind of people. They're emotionally and socially intelligent. They live in the here, the now, the purpose, like the big picture.

[Jody Feis]

Right.

[Jason Carrey]

They get lost in the details.

[Eric Cacciatore]

They don't want to sit talking to.

[Jason Carrey]

Charles or Clark, Charles Clark yesterday, he's like I hate computers.

[Eric Cacciatore]

I don't want to sit in front of a computer.

[Jason Carrey]

I want to be with people that's most people in the restaurant industry. But we're moving in a direction where you, you cannot not do that. Like you have to have somebody, you.

[Jody Feis]

Have to be multi dimensional who's left.

[Jason Carrey]

Brained or maybe not you, but somebody who is a part of your team.

[Eric Cacciatore]

Yep.

[Jason Carrey]

You know, you need that, you need that in your business today. And I was worried, I didn't, I, I don't know how we can compete with the 10 or like above, you know, the, the 50 unit operators, 100 unit operators. So I think sir bony in conjunction.

[Jody Feis]

With.

[Jason Carrey]

Technology that was engineered, optimized for the restaurant industry. I'm talking enterprise solutions like Restaurant Systems Pro and Restaurant360 and you know me's and Margin Edge, what you are all fluent in having someone who's plugged into that. So you, they can manage that and the numbers and you can do what you love. I think that's the only way forward.

[Jody Feis]

And it's a win win 100%, you know, and again it's that exact. I love, I love that. Sir Boni is a dealer of hope. Right. And again, I love your professor's coin on that word. It's something I'm definitely going to put in my tool belt. But at the same time, it's exactly that because, you know, especially our independent operators, right. That's when bandwidth is less, it's when deep pockets are less, it's when everything matters more. And we really create an opportunity for them to focus back on what they should, which is the experience. And to your point, it's relationships, right? It's being inside. It's relationships with your staff, it's relationships with your clients. It's understanding the dynamic between actually delivering a service and a food and experience that is the primary focus of what our owners and operators should be doing. It shouldn't be leveraging three different softwares, their integrations and what I need to get in terms of data and then being able to manipulate that to understand what I need to do in terms of vendor negotiation. Right. That should basically be placed in front of you. And I think that that's something that we do is we take on that burden and be able to give that to the operator so that they can take clear, actionable steps forward.

[Jason Carrey]

Yeah. And that just sucks so much bandwidth. Sucks so much bandwidth from the operator. I think the cool thing about the world we live in today with technology is that there are tools for the left brain people, the CFOs, the, the accountants, the bookkeepers, the, the directors of operation where they can now, because of the, the rigidity and the robustness of these tools, they can now handle a whole lot more with less.

[Jody Feis]

Great.

[Jason Carrey]

That technology lets you do more.

[Jody Feis]

Absolutely.

[Jason Carrey]

So I think what's really cool about Sir Boni's business model is like, we're just going to stay in this lane because we can leverage all this technology and we can do so much more if we just focus on this. And we can do it for the people who don't want to focus on this.

[Jody Feis]

And I think that's exactly what, you know, what our intent is, is, you know, Sir Bonnie is a services firm. We provide services just like all of our owners and operators are providing a service. Right. And what we want is to be able to go across as many platforms, as many softwares, leverage as many solutions as is possible so that we can customize. Right. Solutions and whatever it may be for our clients, really, we want to identify what is your need. Right. And we don't want to provide too much or too little. We want to be able to go across pos, systems, accounting, softwares, inventory softwares, whatever it may be, so that we understand the best way to complement the client's needs and really be able to let them amplify their profitability.

[Jason Carrey]

Do you do any like, consulting, steering in helping your clients, like, you know, based on where you are right now, here's what we recommend you use for technology, bare minimum, and then here in this order, like, so you're doing like CFO work where you're talking about, like, here are the financials, but what about financials as to put on to implement more systems over time as the resources?

[Jody Feis]

Absolutely. So that's a big piece of it. I think, you know, when people come to us, sometimes systems are broke and we have to really kind of recommend how to build systems that are going to be more appropriate to the operation. I think also there's, you know, opportunities for us to really compound systems, right, and say, hey, oh, you're working through this. Why are you doing payroll through a separate ecosystem when you could have it in one ecosystem, lower manual work? So I think identifying what are the ways that we can really complement and put a lot of those things together is a big piece of what we do. You know, we have partnerships with payroll platforms, POS platforms, accounting software and more. And all of it is really to be able to, to leverage the most expertise in each of these different platforms, but also to be able to say, hey, this is a best practice. This is something that you should be looking for that's going to minimize your time, it's going to minimize your efforts, can minimize mistake, it's going to minimize all of these things and be able to have a system that is going to complement and support the business.

[Jason Carrey]

When you say you have a partnership, what does that mean? What does a partnership in your definition, what these companies mean?

[Jody Feis]

Partnership. Partnership means that, you know, we can implement these softwares, so we teach people how to use them. So that's across, you know, pos accounting, payroll, and more. So not only do we teach people how to use the software, which means our partnership department are experts within all of these different software, have companies that.

[Jason Carrey]

You'Re working with and individuals within all those companies that are teaching you and you're paying that forward to the client.

[Jody Feis]

So we have a partnership department that basically they are experts within softwares, whether it's payroll, accounting software, pos inventory software. So we whenever a client say they sign up for X pos system, right, Or X payroll system, they will. That company will then use us to implement the client on the software and teach them how to use it and build it and make sure the database is built.

[Jason Carrey]

This is huge. And in working with people, in hearing the feedback specifically what comes to my mind is enterprise solutions. If you're onboarding an enterprise solution and what I mean by an enterprise solution, I'm Talking about the Restaurant365 and the Restaurant Systems pros, those companies that is a very robust tool. You have inventory management to your point, general ledger built for restaurants, labor management, costs, purchasing. Like the list goes on and on and on and on. And you're handing like you're already maybe working 70 plus hours a week. You don't have the gas in the tank to go to not just do, but to learn. And the likelihood that you do it right the first time, slim. I really do think that the, the secret sauce, the rub is in hiring a service like Sir Boni to be the implementer and then to manage that and, and people say I can't afford to do that. I'm like, okay, so you're gonna hire a general manager to do it for you who might not have lots of experience, that general manager might quit and go do it somewhere else or do it on their own. And then the person that replaces them is going to be handed this giant project that was would be hard to do even if you got to learn and go through the steps of implementing it. But they're not going to under.

[Eric Cacciatore]

If you don't build something, you don't.

[Jason Carrey]

Really understand how it works. So having handing off that thing and saying good luck figuring out my cryptid thing that I built, like you need something that or someone or an entity like Stravonia that's consistent, consistent and then not only can build it right the first time, but can then teach everybody how to do it right thereafter.

[Jody Feis]

Absolutely. And you know, that's another. I think it's a good point. You know, one of the things that the hospitality industry is known for, it's one of our Achilles heels, if you will, is turnover. Right. And I think whenever you create these hats that you have to have managers wear, whether it be a general manager, you know, I'm have my managers are uploading or doing these different functions, they're part of these systems, right. That not only is it lessening their bandwidth to create an experience, is it lessening their bandwidth to lead their teams, is it lessening their bandwidth to make sure that hospitality is in place, but then once these systems are learned and you have turnover, you have that loss of knowledge. Right. So you know, Sir Bony provides a affordable way to outsource that to be able to have, you know, that absolutely rigid for it to be a process and to create bandwidth back to your team. So I think that's a really important piece. You know, there's a lot of different, you know, aspects, I guess of services that we provide. But when it comes to having managers do what they're supposed to do, which is all a part of the experience, part of running the business, I think it's an incredible value.

[Jason Carrey]

Yeah. And I, you know, they say in order to go forward we're going to have to learn how to do more, less. And I think that Sir Bony is a great example of that. Because we're limited with our resources. It's almost like crowdsourcing, like financial support. Right. And financial technical support. We as independents have to band together and focus on what we can do. And we can't go. If we're scaling, say we make it to three locations. Right. And our goal is to get to 10 locations. The, the, the strategy would be to build a house before you move into it, to get everything kind of where it needs to be. But the amount of investment, not just on the, the systems, the technology, but also on hiring your C suite, your, you know, your, your director of marketing, your director of finance, your, your, all of your chiefs. Yeah, that all come with six figure plus, you know, salaries.

[Jody Feis]

And don't forget, don't forget benefits and PTO time off.

[Jason Carrey]

So that bridge, being able to make that bridge to build the house before you move in to push to 10 units becomes really out of reach for most independent operators. So I think that the, I genuinely do think that the future of independence hinges on the world of fractional executives. And I think that you're going to see more, not just CFOs, but CMOs and COOs. And I think that that is a pathway forward for a lot of people in this industry too, to grow their own career. Maybe you don't open a restaurant. Maybe you're a Jody, right? Like maybe you have specialties. Maybe you can start your own business doing what it is that you're really good at. I think that this is the future of the industry. I am curious because you are kind of, you know, director of operations, you're kind of a nerd when it comes to what's out there in terms of solutions and technologies. What excites you right now in terms like what do you, like what, what gets the Jody like badge of approval like seat suite or text suite of.

[Jody Feis]

Tools, like, you know. Yeah, I think one of the biggest things right now, and it's a pretty cliche answer for this, for this day and age, right. But AI, you know, that's something that, you know, we have a lot of different technologies that we are using that are integrated with one another that, that we get a lot of solutions with. But the implication of being able to leverage this also creates our ability to be able to see things a little bit more in a dashboard scale. And I think that's important. I think whenever we're able to really kind of run the business and combine accounting technologies, combine pos, payroll, all of these different platforms. But if we can use and bridge AI, all the data, right, to be able to put that data together in a little bit more of a format that especially like you said, for these, you know, right. Brained operators that really, you know, just, just tell me what I need to know. Right. Tell me what I need to know.

[Jason Carrey]

I just need the scorecard and then tell me how to make the numbers better and I'll go out and do that.

[Jody Feis]

Exactly. Tell me what I need to know. So, you know, I think that's exciting. You know, I think it's definitely something that we are looking to see, how it continues to travel so that we can put more in an operator's hands so that they can make great decisions.

[Eric Cacciatore]

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[Jason Carrey]

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[Eric Cacciatore]

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[Jason Carrey]

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[Eric Cacciatore]

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[Jason Carrey]

So who's doing AI well right now? Who has you really excited, you know, on that?

[Jody Feis]

I think, you know, we've seen it across a couple POS platforms. That is very interesting. Being able to get data that's in the POS that's inherently important to your business, but sometimes it's just fragmented. That's exciting. I think having an operator have, you know, a POS is something that it's there and there's, you know, different POS systems that provide different reporting, different metrics and give you different visibility. But integrating that into it I think is going to be something that has a lot of implication to it and a lot of implication for operators on a day to day basis. And being able to have information readily at hand to make decisions daily as AI progresses.

[Jason Carrey]

How important do you think having a fully integrated system will be in order for that AI to be able to really seamlessly comb through that data and pull it from one source?

[Jody Feis]

I mean, we are always fans and protagonists of having holistic environments. Right. The more fragmented systems you have, I think the more error we're going to have, the more difficult it's going to be to get the visibility that we want.

[Jason Carrey]

More problems down the road as different platforms are being sold and acquired. Not keeping up.

[Jody Feis]

Absolutely. And integrated versus not integrated, I think all of those things, you know, it really starts to create, it can create a headache. So I think, you know, having holistic environments I think is great. And I also think the implication for being able to get data more readily, more accessible and have it be as accurate as possible is great. You know, that's one thing that, you know, when it comes to what Cerbony Services does, I think one of the biggest takeaways of what we provide is accurate, timely data with operational implications and having that allows you to steer the ship. Right. And when you can steer the ship, you're not hitting icebergs. Right. And I think that's incredibly important. I think the more that we have those systems, you know, kind of holistic in one environment. Much like Sir Boni is. Right. Sir Boni is one holistic environment for everything you need from a financial services standpoint.

[Jason Carrey]

Agnostic. Agnostic to platform.

[Jody Feis]

Yeah.

[Jason Carrey]

Which I think is really important. So you don't have to come into this relationship with Cerboni with a. A specific tech stack. Now you can come where you are.

[Jody Feis]

No, we. We celebrate all tech stacks. Right. And it may be that what you're coming to us with is appropriate. It's functional, fits the business, gives us what we need. But then again, it may be something that, hey, maybe you haven't thought of this. Maybe this is something that we can switch that's going to provide this much more.

[Jason Carrey]

No redundancy.

[Jody Feis]

Yeah. So being able to assess those things, I think is a part of what we do. You know, we have hundreds of clients across the country and we're able to see what works for. For some, what doesn't work for others, and then be able to recommend best practices, be able to recommend what is going to give you the visibility you need.

[Jason Carrey]

Yeah. Anything you want to talk about that hasn't come out of today's conversation? Something that you think is really important to discuss? I have some more questions, but I want to make sure we leave room to talk about what is near and dear to your.

[Jody Feis]

I'm interested in Eric's questions. What do you got?

[Jason Carrey]

I'm curious about the future. As a director of operations or a chief operating officer for not just one restaurant group, but you get to talk to, like, how many people do you engage with? How many different restaurant groups do you, Jody, get to engage with?

[Jody Feis]

A lot.

[Jason Carrey]

So I like, you know, if you haven't figured out the format of the show is really like, who are you? Where did you come from? Where are you now? Where are we going? And I don't think we talk enough about where we're going and really get that foresight into the future and say, well, if that's where we're going, do we want to go there?

[Jody Feis]

Right.

[Jason Carrey]

And how do we collectively choose where we go as an independent industry that isn't being reactive to what we're being told we have to do, but what we think we should do? Like, what's a better. As somebody who studied psychology and evolutionary psychology and organizational psychology, like, how do we go into a better future? So, like, I'm just curious, like, what is in that head?

[Jody Feis]

You know, I think, and I can touch on this from. From one perspective for sure. You know, I think as the industry goes into the future, as the industry Progresses. You know, I think it's funny how trends come back around, right. You know, we see it with fashion, right. Things my parents wore. I swore that, you know, we would never see that again. And now I see it in younger generations. They're wearing exactly what. Yeah, cyclical, Right. You know, I think that that's something that we've. We've seen a big shift in terms of terms of the restaurant industry going kind of being from different habits, from different generations. Right. So even when Covid hit, I think habits started to change quite a bit and we saw people not dining out quite as much. Right. Habits change. Third party, you know, the integration of, you know, being able to have things delivered. But then, you know, fine dining and things like that we saw start to taper, right. And fast casual start to boom. And, you know, we've definitely seen that progression, especially over the past decade or more. But I also think that as we do continue, I think what's going to be very important, I think that cyclical thing of service is going to come back around. I think that's something that, you know, as I speak with operators a lot, I think that that's something that I see more successful operators are having businesses and having restaurants that are very aligned to deep service.

[Jason Carrey]

What's deep service mean?

[Jody Feis]

Deep service is that experience. It's. It's focusing on the experience. Right. It is absolutely engaging the guests from the moment they walk in the door. And it's creating something whenever they leave that they talk about.

[Jason Carrey]

Yeah, I. I think that deep experience, that. Excuse me, that deep experience is going to cut even deeper real soon. I think so.

[Jody Feis]

Joe.

[Jason Carrey]

Joe Pine, have you heard the Experience Economy? Great book author Joe. Phenomenal. He's about to release his latest book, I think January or February of 2026, called the Transformation Economy? And his prediction is that we're going. We're coming out of the experience economy and we're going into the transformation economy where that service isn't in that. That experience isn't in that here and now in the moment. But it's this idea of creating a relationship with a consumer and then helping them get from point A to point B, or connecting with a community and helping a community get to point A and point B and having a lot of experiences compounded on each other that help improve or to create awareness about your wealth or the community wealth or what's wrong with the community and supporting the community. And it's literally transforming individuals even on the. The. The employer employee front. And that's where it starts.

[Eric Cacciatore]

Right.

[Jason Carrey]

Like you as the restaurant owner, you bring people into your world, you empower them with knowledge and hope. You're a dealer of hope and you say our mission, our purpose is this. Maybe it's to make your community or your, your experiences better in some way and people buy in, not just the, the team, but the community buys into that vision of hope and you transform. What do you, what do you think?

[Eric Cacciatore]

As I say that.

[Jason Carrey]

Do you think that's a pipe dream? Is that, is that too Woo woo.

[Jody Feis]

I don't. So I'm a romantic. So I do believe. And I think that that's a great take on it. You know, again, that dealer of hope aspect that you're talking about, I think it is, it is something that we as people connect to. It is something that it does motivate. And no, I don't think that that's too pipe dream. I'm a.

[Jason Carrey]

So were you in your. Sorry, did I cut you short?

[Jody Feis]

No.

[Jason Carrey]

So based off of what you said, this the cyclical or the, I think of a pendulum swing left to right? Like we go to extremes. Right. So what extreme were we in the past 20 years? What are we swinging away from?

[Jody Feis]

I think in the past 20 years, you know, the one thing that I have definitely seen a big shift in is that fine dining. It is that high experience. It is that. It is people going out and sensing community. Right. It is fine.

[Jason Carrey]

Dying is very pretentious. You know, it can be. It can if done right.

[Jody Feis]

And again, I think when I mentioned that it isn't the pretentious piece of it, but it is the. It is the creating, it is meeting together, it is spending time at a table. It is community. It is. You don't need white linens and maybe it isn't necessarily white linen. Right. But there is also that high piece of service that goes along with it too. And I think, you know, that used to be a big piece of a lot of our independent operators as well, you know, and I think that within that time and actually coming through today, you know, I think there has been a lot of shift in habits. Right. And people's ability to go out and have community as opposed to order in, as opposed to quick casual and those types of things. But I also do see a lot of operators now that there is a lot of service coming back into their operations. Yeah. And I think it'd be interesting to see how high experience, deep experience comes back into the industry. Yeah. So that's something that I would look for forward to.

[Jason Carrey]

You're starting to See why this podcast is two hours long sometimes, because I feel like we could keep going, man. But I know you have a very busy day, and I want to respect your day. Any final thoughts before we wrap up?

[Jody Feis]

Oh, I'm good.

[Jason Carrey]

So I like to ask all my guests before we say goodbye, who. Who do you truly admire in this industry? Like, if you fanboy over an operator who is making these deep, deep experiences and creating transformation in their staff and their communities and making money while they do it. While it's not all about money, fiscal responsible, fiscal responsibility is really important. So who is that for you? Who do you think I should get on the show? Or if you can think of multiple people, I love a list.

[Jody Feis]

You know, I think I'll leave it with this. You know, I think I have contact with lots of owners and lots of operators. And I think the one thing that I celebrate is diligent operators. And I don't think that they always exist. I think that whenever it comes to our industry, there are people that have a pulse, that know the numbers, that are completely immersed in what is going on. And there are some that are a little bit more hands off. But, you know, whenever it comes to who do I admire? I admire diligent operators. I admire people that take information, create action, and deliver results.

[Jason Carrey]

Is there a diligent operator that comes to mind when you say that? An image in your head?

[Jody Feis]

Jason Carrey.

[Jason Carrey]

Okay, well, we had Jason on the show, and he was truly phenomenal, and he's how I found you. And I do want to be clear. I reached out to Sir Boney. I'm really committed going forward, to commit to using the podcast, using my interviews to be my research, to use word.

[Eric Cacciatore]

Of mouth in a world that is so noisy.

[Jason Carrey]

You're on the Internet, you're on these social platforms. You're getting hit with ads every day. You don't know what to trust. There are organizations that are very good at marketing themselves, and they. And that's why they're successful. And I think that it's the organizations that are good at what they do and how well they take care of their clients and their reputation. Word of mouth should be the ones that rise to the top. And it's my mission to find those people. And when I do discover them, I go to them. If you're not intentional with your time and your relationships, somebody else will be. Right? And I made that commitment to prioritize freedom of purpose, to inspire, empower, and transform the industry, and then to prioritize beyond that, just behind that Freedom of relationships. Who are the people that I'm hearing about that are doing good, honest work? And how do I amplify them? How do I create awareness about these organizations? And these technologies are actually helping put the ball back in the court of the independent operator. Because if we don't start helping each other out and sharing this information, the rich are getting richer, the poorer getting poorer. It has to be conscious. It has to be a conscious effort. And I just want to be public. I found you, I approached you, and I can't say thank you guys enough for your support in helping me do this honest work.

[Jody Feis]

Absolutely. We 100% believe in the mission and it is a part of our mission as well.

[Eric Cacciatore]

Awesome. So if you're interested in learning more.

[Jason Carrey]

About Zone, call this number, 281-888-2413 and you can schedule a free 30 minute consultation. And if you mention this podcast, you'll get 20% off your first month of services. And when you use my links and you call my numbers and you, you mention Restaurant Unstoppable, you support this mission and I cannot thank you enough if you do.

[Jody Feis]

Awesome. I appreciate it, Jody.

[Jason Carrey]

Now is where I say there is no questioning, my man. You and Sir Bony are unstoppable.

[Jody Feis]

Cheers, my man. Thank you.

[Eric Cacciatore]

There's another episode wrapped up here at Restaurant Unstoppable.

[Jason Carrey]

Special thanks to our guest today, Jody.

[Eric Cacciatore]

Feis and two Sir Bony Services for being fantastic partners. I love finding companies like this through word of mouth, partnering with them. I'm just feeling very grateful to have your support as partners and to support.

[Jason Carrey]

This mission to inspire, empower and transform the industry.

[Eric Cacciatore]

And one more interview with Sir Boni Services.

[Jason Carrey]

I'm going to be out there in a couple weeks.

[Eric Cacciatore]

We're back on the road.

[Jason Carrey]

I'm gonna be getting Joshua Santana back.

[Eric Cacciatore]

On to go deep into the world of taxes. Tax season is here. We're gonna be talking about finding ways.

[Jason Carrey]

To help you save on your taxes.

[Eric Cacciatore]

So stick, stick around for that.

[Jason Carrey]

That'll be live in a couple weeks.

[Eric Cacciatore]

And I'm back on the road as.

[Jason Carrey]

Of this week, leaving New Hampshire, heading.

[Eric Cacciatore]

Towards Mississippi to reconnect with the unstoppable.

[Jason Carrey]

Mobile, and then heading back to Texas.

[Eric Cacciatore]

To wrap up some loose threads for.

[Jason Carrey]

My last road trip.

[Eric Cacciatore]

And then I'm heading back east along the Gulf Coast. Georgia, Florida, Alabama, Louisiana, Carolinas. If you're in this area and you have a place for me to park my camper, please reach out. I need all the support I can get on the road. I love connecting with my listeners.

[Jason Carrey]

And just thank you in advance if.

[Eric Cacciatore]

You do reach out.

[Jason Carrey]

And thank you to all of those.

[Eric Cacciatore]

Who have already reached out. I cannot do it without you guys.

[Jason Carrey]

That's it for today. Until next time.

[Eric Cacciatore]

Peace out.